Manager Supply Chain

Lori Stroeher

** ****** ***** *********@******.***

Fenton, MO 63026 636-***-****

Profile

Manufacturing Management Professional with Significant Shop Floor Expertise

in Various Production Environments: Fabrication, Project, Batch, Assembly,

Repetitive, Job Shop - Broad Supply Chain Proficiency: MRP/ERP, Scheduling,

Procurement, Inventory Control, Warehouse Control Management, Outsourcing -

Lean Manufacturing and Continuous Improvement Knowledge: Implementing,

Directing, Training, Coaching, Supporting - Analytical Foundation:

Accounting, Financial Analysis, Special Projects

Supply Chain/Operations Management Professional focused on making sound

decisions in the company's best interest by identifying issues,

recommending effective solutions and solving complex problems drawing

upon superior analytical skills, considerable business experience and

solid shop-floor operations knowledge. Effectively lead numerous

successful projects, upgrades and implementations relying heavily on

strong people and communication skills. Success with reducing inventory,

improving on-time delivery, optimizing production space and creating

planning tools that ultimately resulted in bottom-line improvement.

Areas of expertise include:

. Supply Chain Management

. Master Scheduling

. Procurement, Sourcing

. Inventory Control

. Contract Negotiations

. Warehouse Control Management

. Operations Management

. Tactical & Strategic Planning

. Project Management

. Continuous Improvement

. Lean Manufacturing Techniques

. Kaizen/Process Improvement Team Lead

. S & OP - Sales and Operations Planning

. Forecasting/Budgeting

. Cycle Counting/Physical Inventory

. ISO 9001:2000, QS 9000, TS16949

. Quality Assurance, MRB

. KPI/Balance Scorecard

. Employee Health and Safety

. Financial/Variance Analysis

. Proficiency - MS Office, MAS 500, CMI, QAD, DataWorks, Crystal Reports

.

Professional Experience

Global Surgical Corporation, St. Louis, MO

Production Manager-PCIC, July 2005- May 2011

Surpassed delivery, productivity, inventory turns and other KPI's by

maintaining full responsibility for all aspects of supply chain from

order receipt to product delivery.

Increased machine shop fabrication efficiencies by15%, reduced inventory

dollars by $400k (10.5%) and 100% ensured parts were available at point

of use when needed by properly scheduling internal and outsourced

production.

Significantly improved inventory relief accuracy by managing the updating

of inventory master, routing and bill-of-material information to reflect

actual shop floor activity ensuring correct parts were being produced or

procured and virtually eliminating all cycle count activities.

Managed material, component, equipment and supply procurement activities

ensuring the best available pricing without sacrificing quality, service

or delivery.

Negotiated supplier agreements for key components taking advantage of

competitive sourcing opportunities which reduced piece prices, improved

lead times and avoided overstock situations resulting in a $500k (13%)

sustained inventory reduction.

Achieved record shipping performance several times over by creating a

flexible work force, quickly adjusting for changes in demand and focusing

production on achieving our service-oriented performance objectives.

Enhanced MRP application output by extracting data into sophisticated

spreadsheet planning and purchasing tools I created to soft allocate

components to products and products to sales orders.

Established safety stock, replenishment and shelf life criteria for more

than 22,000 items nearly eliminating shrink, reducing overtime dollars

and fulfilling demand requirements without carrying excessive inventory

Scheduled production between CNC machines and assembly operations with

like capabilities to fully utilize production resources and eliminate

capacity restraints.

Utilized visual controls, standard work, Kanban cards and other lean

manufacturing techniques making it easier to locate parts, determine

replenishment needs, properly store components and units and make the

work areas safer and more productive resulting in inventory and

production logistics improvements and overall shop floor organization.

Implemented plant-wide safety awareness program based on OSHA fundamental

requirements achieving more than 1,800 days without a lost-time accident.

Contributed to the development of systems and processes to identify and

isolate nonconforming materials, issue corrective action requests and

resolve issues regardless of source resulting in higher quality product

output.

Permacel Automotive - A Nitto Denko Company, St. Louis, MO

Materials and Operations Support Manager, April 2005 -- July 2005

Lowered material costs, reduced inventory and improved planning by

consolidating vendors, negotiating price and delivery thereby securing

material stability for all Permacel locations.

Permacel Automotive - A Nitto Denko Company, St. Louis, MO

Plant Manager, January 2002 - April 2005

Managed day-to-day operations for 180 employee unionized manufacturing

and distribution facility tactically addressing and resolving business

issues, allocating resources where required and maintaining a significant

shop-floor presence.

Fulfilled both Plant Manager and Materials Manager responsibilities due

to bankruptcy proceedings.

Turned operation around, from unprofitable to profitable by enhancing the

scheduling process, establishing intermediate material stocking levels,

working with out sourced suppliers to improve delivery and quality

consistency and increasing employee involvement in facility operations.

Reduced overtime costs by $250k by implementing point-of-use storage,

standard work procedures and utilizing other lean manufacturing

techniques.

Implemented employee-owned cost reduction and control programs resulting

in $400k of sustained overhead spending reductions.

Encouraged performance improvements by sharing on-time delivery,

efficiency, productivity and scrap measurement results with all

associates that were compared to world-class performers and defined

customer expectations.

Earned an award from General Motors for attaining an on-time delivery

rating greater than 95% in 2004; actual on-time delivery was 100% that

year.

Promoted an employee-owned work environment through safety awareness, in-

process inspection/testing procedures and utilizing lean manufacturing

techniques throughout site giving employees an ownership stake in the

success of the operation.

Permacel Automotive - A Nitto Denko Company, St. Louis, MO

Materials Manager, June 2000 - January 2002

Delivered double-digit efficiency improvements in multiple departments

and reduced plant overtime expenses more than $100k by changing the

scheduling methodology, grouping like parts and similar materials

together.

Procured all raw materials and supplies ensuring the best available

prices without sacrificing quality, service or delivery.

Enhanced ERP output by extracted planning information into spreadsheet

planning and purchasing tools I created; this allowed two individuals to

pursue other opportunities within Permacel.

Consistently rated as superior by management for overall inventory

accuracy and variance analysis results.

Ensured material availability through cycle counts and managing the

annual physical inventory process.

Permacel Automotive - A Nitto Denko Company, St. Louis, MO

Continuous Improvement Manager, January 1998 - June 2000

Improved efficiencies and quality by developing and managing a plant-wide

continuous improvement/lean manufacturing program focusing on 5S, root

cause analysis, mistake proofing, standard work, visual controls and

other common lean manufacturing tools.

Generated $975k of cost reductions by leading Kaizen and long-term

process improvement teams addressing product quality, business processes

and production improvements.

Added new business segment without increasing manpower or work hours as a

result of cycle-time reductions and efficiency improvements made related

lean manufacturing efforts.

Created employee ownership of the continuous improvement program by

tracking scrap, downtime, OEE and other measures to monitor performance

improvements realized through lean efforts and communicating those

results through charts and graphs developed with employees in mind.

Permacel Automotive - A Nitto Denko Company, St. Louis, MO

Financial Analyst, May 1997 - January 1998

Prepared all business unit and overall plant financial reports including

business-segment and corporate month-end financial reports, compliance

reports and other internal analysis to clearly depict operation's

contribution.

Performed manufacturing time studies which improving product costing and

ultimately profitability.

Assisted with QS-9000 certification preparations resulting in attainment

of certification upon initial audit.

Duke Manufacturing Company, St. Louis, MO

Financial Analyst/Special Projects Coordinator, October 1980 - May 1997

Performed special projects related to all aspects of operation including

forecasting, budgeting, planning, plant operations, balanced scorecard,

inventory, make vs buy, capital expenditures, acquisitions and

divestitures.

Improved manufacturing's ability to prepare for foreseeable market trends

by implementing S & OP.

Streamlined month-end financial reporting and results analysis activities

by developing a sophisticated semi-automated process utilizing Excel.

Education

Webster University, St. Louis, MO

M.A. in Management, cum laude with honors

Maryville University, St. Louis, MO

B.S. in Business Administration, cum laude

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